Using robots at work during the COVID‐19 crisis evokes passion decay: Evidence from field and experimental studies

Tang, Pok Man; Koopman, Joel; Elfenbein, Hillary Anger; Zhang, Jack; Cremer, David De; Li, Chi Hon; Chan, Elsa

doi:10.1111/apps.12386

Cited by 11 publications

(11 citation statements)

References 124 publications

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“…In so doing, we show employees with higher levels of anxious attachment are more sensitive to the experience of interacting with AI, which heightens subsequent feelings of both need for affiliation as well as loneliness. While we generally find support for our hypotheses across the four studies, it is important to be mindful of these findings when considering the implications of our findings for the future of human–AI integration in organizations worldwide (Murray et al, 2021; Tang, Koopman, Elfenbein, et al, 2022; Wilson & Daugherty, 2018), as well as research on affiliation and attachment.…”

Section: Discussionsupporting

confidence: 53%

No person is an island: Unpacking the work and after-work consequences of interacting with artificial intelligence.

Tang¹,

Koopman²,

Michael³

et al. 2023

Journal of Applied Psychology

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The artificial intelligence (AI) revolution has arrived, as AI systems are increasingly being integrated across organizational functions into the work lives of employees. This coupling of employees and machines fundamentally alters the work-related interactions to which employees are accustomed, as employees find themselves increasingly interacting with, and relying on, AI systems instead of human coworkers. This increased coupling of employees and AI portends a shift toward more of an “asocial system,” wherein people may feel socially disconnected at work. Drawing upon the social affiliation model, we develop a model delineating both adaptive and maladaptive consequences of this situation. Specifically, we theorize that the more employees interact with AI in the pursuit of work goals, the more they experience a need for social affiliation (adaptive)—which may contribute to more helping behavior toward coworkers at work—as well as a feeling of loneliness (maladaptive), which then further impair employee well-being after work (i.e., more insomnia and alcohol consumption). In addition, we submit that these effects should be especially pronounced among employees with higher levels of attachment anxiety. Results across four studies (N = 794) with mixed methodologies (i.e., survey study, field experiment, and simulation study; Studies 1–4) with employees from four different regions (i.e., Taiwan, Indonesia, United States, and Malaysia) generally support our hypotheses.

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Section: Discussionsupporting

confidence: 53%

No person is an island: Unpacking the work and after-work consequences of interacting with artificial intelligence.

Tang¹,

Koopman²,

Michael³

et al. 2023

Journal of Applied Psychology

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“…In subsequent quantitative survey research, the authors also found that higher trait levels of self‐control were positively related to current job performance, beyond situational demands and prior performance, and that out of all self‐control strategies investigated earlier, altering somatic conditions (e.g., through taking substances such as coffee or changing one's physical state by dressing up for work) and fostering autonomous motivation (e.g., by reminding oneself of the relevance and importance of the task at hand) were positively related to job performance and mediated the self‐control‐performance relationship. Finally, Tang et al (2022) examined how athletes' (table tennis players) increased interaction with robots during the pandemic crisis in their daily work (training) led to a decrease in passion for their work, which resulted in withdrawal behavior in both the work and family‐related life domains. Finally, they also found that athletes' openness to experience reduced the negative effects of working with robots, indicating the beneficial role of some individual differences in alleviating negative outcomes during the crisis beyond those identified in our review of the existing literature on COVID‐19‐related research, above.…”

Section: Current Contributions Of the Special Issuementioning

confidence: 99%

Organizational and vocational behavior in times of crisis: A review of empirical work undertaken during the COVID‐19 pandemic and introduction to the special issue

Newman

Eva²,

Bindl

et al. 2022

Applied Psychology

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The challenges faced by individuals and organizations during the COVID‐19 crisis have significantly changed how businesses operate. In response, how we think about organizational and vocational behavior research has shifted. Questions of how leaders manage their workforce, how workers manage their daily work demands, and how workers consider their career options during and post the pandemic have attracted scholars' interest to assist businesses with recalibrating to a “new normal.” Presented in this special issue are 10 original articles that seek to propel the organizational and vocational behavior fields forward, addressing questions important in the context of crises, on working life. In our introduction to the special issue, we set the scene for this new research by reviewing the organizational and vocational behavior literature published over the first 2 years of the pandemic that has explored the impact of the COVID‐19 crisis on organizations and workers. This existing body of research covers emotions, work attitudes and behaviors, health and well‐being, and team and career‐related outcomes in the context of the crisis. The special issue also reflects on the enduring challenges for organizational and vocational behavior scholars conducting research during times of crisis to provide a roadmap for future research.

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“…Passion is necessary for success in settings where heightened levels of personal attachment exist (McAllister et al. , 2017; Tang et al. , 2022).…”

mentioning

confidence: 99%

“…Research suggests that technology infusions hastened a level of employee “passion decay” that affected work and home domains. Tang et al. (2022) found that working closely with automated technology and the associated routinization predicted passion decay.…”

mentioning

confidence: 99%

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Losing the benefits of work passion? The implications of low ego-resilience for passionate workers

Hochwarter

Jordan²,

Fontes-Comber³

et al. 2022

CDI

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PurposeThis research assessed the interactive effects of employee passion and ego-resilience (ER) on relevant work outcomes, including job satisfaction, citizenship behavior, job tension, and emotional exhaustion. The authors hypothesize that higher work passion is associated with less positive work outcomes when employees are low in ER.Design/methodology/approachThe authors collected data from three unique samples (N's = 175, 141, 164) to evaluate the moderating effect across outcomes. The authors conducted analyses with and without demographic controls and affectivity (e.g. negative and positive). The authors used a time-separated data collection approach in Sample 3. The authors also empirically assess the potential for non-linear passion and ER main effect relationships to emerge.FindingsFindings across samples confirm that high passion employees with elevated levels of ER report positive attitudinal, behavioral, and well-being outcomes. Conversely, high passion employees do not experience comparable effects when reporting low levels of ER. Results were broadly consistent when considering demographics and affectivity.Research limitations/implicationsDespite the single-source nature of the three data collections, The authors took steps to minimize common method bias concerns (e.g. time separation and including affectivity). Future research will benefit from multiple data sources collected longitudinally and examining a more comprehensive range of occupational contexts.Practical implicationsPassion is something that organizations want in all employees. However, the authors' results show that passion may not be enough to lead to favorable outcomes without considering factors that support its efficacy. Also, results show that moderate levels of passion may offer little benefit compared to low levels and may be detrimental.Originality/valueAs a focal research topic, work passion research is still in early development. Studies exploring factors that support or derail expected favorable effects of work passion are needed to establish a foundation for subsequent analyses. Moreover, the authors comment on the assumed “more is better” phenomenon. The authors argue for reconsidering the linear approach to predicting behavior in science and practice.

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Using robots at work during the COVID‐19 crisis evokes passion decay: Evidence from field and experimental studies

Cited by 11 publications

References 124 publications

No person is an island: Unpacking the work and after-work consequences of interacting with artificial intelligence.

No person is an island: Unpacking the work and after-work consequences of interacting with artificial intelligence.

Organizational and vocational behavior in times of crisis: A review of empirical work undertaken during the COVID‐19 pandemic and introduction to the special issue

Losing the benefits of work passion? The implications of low ego-resilience for passionate workers

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